THE WELCH COMPANY
440 Davis Court #1602
San Francisco, CA 94111-2496
415 781 5700
rodwelch@pacbell.net


S U M M A R Y


DIARY: August 13, 2003 04:42 PM Wednesday; Rod Welch

Gary reviews marketing SDS customer profile on working intelligently.

1...Summary/Objective
2...Market SDS by Enabling People to Experience Power of Knowledge
........Customers Care About Objectives Requirements Commitments
........Demand SDS Latent Regulations for Good Management Not Enforced
........Regulations Good Management Not Enforced Demand for SDS Latent
........Integrated Design KM Dilemma Hard to Learn Fast and Easy to Use
........Fail Preferred Rather than Improve SDS Frustrating to Learn
........Learning SDS Frustrating Prefer to Fail Rather than Improve
........People Prefer to Fail with Existing Skills Rather than Improve
........Outline Format Diversity Facilitates Communication
........Communication Outline Format Diversity Facilitates
........Tip of the Day Divers Outline Format Facilities Communication


..............
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CONTACTS 
0201/- Boeing                                                                                                                                                             O-00000816 0505
020101 - Mr. Garold L. Johnson
020103/- Modeling and Simulation                                                                                                                                          O-00000816 0505

SUBJECTS
Hidden in Plan Sight by Fog of War Daily Information Overload and Eno

0903 -
0903 -    ..
0904 - Summary/Objective
0905 -
090501 - Follow up
090502 -
090503 - Reviewed Gary's record yesterday developing a customer profile based
090504 - on what people care about.  This latest effort supplements prior work.
090505 - ref SDS 0 SH4I  Gary poses a powerful way to explain SDS benefits for
090506 - helping people meet commitements, which necessarily identify things
090507 - people "care about," otherwise they would not be commitments.  SDS
090508 - supports remembering commitements and creating and retrieving a record
090509 - showing context and information needed for taking effective action.
090510 - ref SDS 0 IY3J  Sent a letter to Gary crediting good analysis on
090511 - developing a customer profile, and also citing challenge that people
090512 - prefer to fail in meeting objectives, requirements and commitments and
090513 - incur the damage and cost of correction using existing skills, rather
090514 - than learn new skills to avoid failure. ref SDS 0 2G9U  There is a
090515 - suggestion that people are willing to learn new skills for doing
090516 - things, but are not willing to learn new skills for learning.
090517 - ref SDS 0 2G5Q
090518 -
090519 -
090520 -
090521 -
090523 -  ..
0906 -
0907 -
0908 - Progress
0909 -
090901 - Market SDS by Enabling People to Experience Power of Knowledge
090902 -
090903 - Gary submitted an email with a link to his record on 030812 that
090904 - analyses marketing issues for SDS. ref SDS 29 0001
090906 -  ..
090907 - Gary has reviewed SDS marketing issues previously...
090908 -
090909 -        Demand for SDS driven by empowering
090910 -        people to experience benefits from
090911 -        working intelligently to save
090912 -        lives time and money................. 011210, ref SDS 15 9H6H
090914 -         ..
090915 -        Cusotmer profile -- what do
090916 -        people care about that SDS
090917 -        improves............................. 020217, ref SDS 16 425M
090919 -         ..
090920 -        Market SDS for Com Metrics to
090921 -        improve performance by 10%........... 020223, ref SDS 17 U63J
090923 -         ..
090924 -        Customer profile for SDS based on
090925 -        modeling user's needs................ 020618, ref SDS 19 2S5H
090927 -         ..
090928 -        Experience doing market research
090929 -        for fax technology shows people
090930 -        need to gain experience doing
090931 -        things better in order to grasp
090932 -        added value that work is performed
090933 -        faster and easier to save time and
090934 -        money, i.e., experiencing benefits
090935 -        imparts demand where previously
090936 -        demand did not exist................. 020618, ref SDS 19 J73K
090938 -         ..
090939 -        SDS trade secrets hidden in
090940 -        plain sight; cites Gary's
090941 -        analysis following day............... 030708, ref SDS 25 LV8G
090943 -         ..
090944 -        SDS trade secrets to improve
090945 -        productivity and earnings are
090946 -        hidden in plain sight, shown in
090947 -        Gary's SDS record.................... 030709, ref SDS 26 OO4K
090948 -
090950 -  ..
090951 - Submitted an email to Gary with a copy to Jerry Nord at CSG reviewing
090952 - opportunities for working intelligently that save lives, time and
090953 - money by improving management...
090954 -
090955 -    1.  Subject: SDS market
090956 -        Date: Wed, 13 Aug 2003 17:00:11 -0700
090957 -        From: Rod Welch
090964 -
090966 -         ..
090967 -    2.  The SDS customer profile transmitted by your letter yesterday
090968 -        offers important perspective on the opportunity for
090969 -        transformation from IT to using SDS for Com Metrics to work
090970 -        "intelligently."
090971 -
090972 -           [On 030826 action item review shows top priority is to build
090973 -           demand for working intelligently by delivering good
090974 -           intelligence that helps the customer. ref SDS 30 BM8G
090975 -
090976 -
090978 -         ..
090979 -        Customers Care About Objectives Requirements Commitments
090980 -        Demand SDS Latent Regulations for Good Management Not Enforced
090981 -        Regulations Good Management Not Enforced Demand for SDS Latent
090982 -
090983 -    3.  Your explanation saying in part...
090984 -
090985 -           Now, having said that, the fact that there *are*
090986 -           commitments, and that there *are* practices they are
090987 -           obligated to undertake, provides a groundwork (similar to
090988 -           the argument that Quicken supports preparing taxes) for
090989 -           pointing out ways in which SDS could be valuable to them..."
090990 -           ref SDS 29 JS61
090992 -         ..
090993 -    4.  Commitments, objectives and requirements in laws, regulations,
090994 -        contracts, traditions and industry practice, which you also
090995 -        mention, are a good prism to view customer profile -- Morris
090996 -        has explained the marketing issue is "What customers care
090997 -        about," discussed in a meeting on 000706. ref SDS 9 RX3K  By
090998 -        definition, objectives, requirements and commitments impart a
090999 -        sense of care, desire and motive.  People routinely forget,
091000 -        missplace and overlook objectives, requirements and commitments
091001 -        due to limited span of attention, discussed in POIMS.  People
091002 -        both forget context entirely, and, also, remember context
091003 -        incorrectly, and either fail to create, create incorrectly, and
091004 -        lose or destroy documentation that shows context and accurate,
091005 -        legible information required to take timely action on
091006 -        objectives, requirements and commitments.
091007 -
091008 -                 [On 030826 action item review shows top priority is to
091009 -                 build demand for working intelligently by delivering
091010 -                 good intelligence that helps the customer. ref SDS 30
091011 -                 BM8G
091013 -                  ..
091014 -                 [On 030826 report that nobody cares about commitments
091015 -                 that enable performance of action items, indicates
091016 -                 need to change culture to create attitudes that care
091017 -                 getting things done correctly, on time and within
091018 -                 budget. ref SDS 30 M49F
091020 -                  ..
091021 -                 [On 020828 people care about commitments to make
091022 -                 progress on action items that impact their personal
091023 -                 standing. ref SDS 32 SF3X
091025 -               ..
091026 -              [...below, report that people only care about performing
091027 -              objectives, requirements and commitments using existing
091028 -              skills; if performance requires improving skills for
091029 -              communication, understanding and follow up, i.e.,
091030 -              listening, people prefer to incur the damage caused by
091031 -              failure and to recover using skills they already have.
091032 -              ref SDS 0 2G9U
091034 -         ..
091035 -        An example is the record on 960406 explaining people cannot
091036 -        find information when needed to perform the work. ref SDS 5
091037 -        4249  More recently on 010916 Eric Armstrong complained about
091038 -        this problem. ref SDS 13 KA6H  The same day, Eric commented
091039 -        that SDS enables amazing memory to solve the problem.
091040 -        ref SDS 12 PG6J  A few months later Eric noted that not being
091041 -        able to find the right information at the right time paralyzes
091042 -        productivity. ref SDS 14 EC5N  Earlier on 001207 too many
091043 -        people having too many problems finding the right information
091044 -        at the right time has a ripple effect that causes productivity,
091045 -        earnings and stock prices to fall. ref SDS 10 V54M  On 010911
091046 -        national security failed when people could find the right
091047 -        information at the right time. ref SDS 11 YNGH  Demand for this
091048 -        SDS capability is shown in the record on 030421 where effort is
091049 -        underway in DOD to develop architecture to find the right
091050 -        information at the right time. ref SDS 24 DF8F
091052 -         ..
091053 -        An example of "requirements" are the Federal Acquisition
091054 -        Regulations" FAR - reviewed on 020504 calling for contracting
091055 -        officers and managers to maintain a record of organizational
091056 -        memory. ref SDS 18 XV7L  Since contracting officers and
091057 -        managers fail to perform this requirement, ref SDS 18 NS6F,
091058 -        this deficit in meeting requirements should be grow demand for
091059 -        using SDS that enables accomplishing what people care about.
091060 -
091061 -
091063 -         ..
091064 -        Integrated Design KM Dilemma Hard to Learn Fast and Easy to Use
091065 -
091066 -    5.  You make the point that using SDS according to the design
091067 -        enables good management, as shown in POIMS, ref OF 5 6649, and
091068 -        this imposes both a bigger burden learning a wide range of
091069 -        integrated tasks, listed in POIMS, ref OF 4 2688, than occurs
091070 -        when using other programs. ref SDS 29 T45T
091072 -         ..
091073 -        Morris made this same point on 890809. ref SDS 1 6162  More
091074 -        recently on 021108, Bill Gates concurred that integrating
091075 -        commands is the key to better productivity. ref SDS 21 EFBE  In
091076 -        other words, integration presents a KM dilemma of an increased
091077 -        learning curve in the beginning, similar to learning medicine,
091078 -        law, engineering, or getting an MBA degree, but then, once
091079 -        learned, presents a greater opportunity to improve productivity
091080 -        and earnings, and to save lives.
091082 -         ..
091083 -    6.  POIMS shows a correlation between "good management" and what is
091084 -        popularly implied by "working intelligently,"  to wit, being
091085 -        proactive to anticipate problems and opportunities, thinking
091086 -        ahead, planning, being accurate and being comprehensive in
091087 -        carrying out objectives, requirements and commitments.
091088 -        ref OF 2 1X6G
091089 -
091090 -
091091 -
091092 -
0911 -

SUBJECTS
Learn Flexible Structure Difficult Complex Powerful Frustra  ng
Frustrating Flexible Structure Harder to Learn Easier to Make Mistake
Frustrating Learn SDS Change Hand Eye Memory Coordination Difficult t
Press New Buttons Frustrating Learning SDS Editing New Way Working Ch
Editing Learn SDS New Way Working Change Hand Eye Memory Coordination
Pressing Buttons Frustrating Learning SDS Editing New Way Working Cha
Press New Buttons Frustrating Learning SDS Editing New Way Working Ch
Learn SDS Editing Management Functions Frustrating New Way Working Ch
People Prefer to Suffer Loss and to Recover Using Existing Skills Rat
Frustration Improvement Takes More than 20 Minutes to Learn SDS
Change Takes Courage Tricky to Go First in Paradigm Shift
Loathe Change Frustrating Learning New Way Working Change Hand Eye Me

341401 -         ..
341402 -        Fail Preferred Rather than Improve SDS Frustrating to Learn
341403 -        Learning SDS Frustrating Prefer to Fail Rather than Improve
341404 -        People Prefer to Fail with Existing Skills Rather than Improve
341405 -
341406 -        Follow up ref SDS 23 MI5I, ref SDS 22 5P49.
341407 -
341408 -    7.  I was struck recently, however, by an observation from someone
341409 -        that people are more willing to let planes bump into buildings,
341410 -        as on 010911, and are futher willing to expend whatever effort
341411 -        is entailed to clean up the mess so long as they can use the
341412 -        skills they already have, rather than spend a few days to learn
341413 -        to press a few new buttons on SDS for working intelligently,
341414 -        where, as set out POIMS, "intelligence" is more commonly called
341415 -        "analysis" in the buisness community. ref OF 6 V47F
341416 -
341417 -            [On 030826 action item review shows top priority is to
341418 -            build demand for working intelligently by delivering good
341419 -            intelligence that helps the customer. ref SDS 30 BM8G
341421 -         ..
341422 -    8.  That seems like a fairly stark proposition.  Andy Grove notes
341423 -        at Intel that executives loathe change to improve the work,
341424 -        reported on 980307.  He says people like to work on familiar
341425 -        things in familiar ways. ref SDS 6 1657  SDS enable a powerful
341426 -        new way of thinking that expands basic literacy, as set out on
341427 -        950204. ref SDS 2 7499
341428 -
341429 -            [On 030828 Sean O'Keefe reports that NASA "gets it" that
341430 -            the culture of denial must end in order for people to
341431 -            improve. ref SDS 31 PX3M
341433 -         ..
341434 -    9.  There may be a law of nature we are coming up against that says
341435 -        something like people are willing to re-tool skills to fly a
341436 -        jet instead of a prop plane, they are willing to re-tool skills
341437 -        for cooking a pancake instead of baking a cake, they are
341438 -        willing to fiddle with new buttons on a cell phone and a VCR,
341439 -        because all of this re-tooling applies underlying skills they
341440 -        already have, to wit: people on the job already have skills
341441 -        using alphabet technology learned at a time when they did not
341442 -        have to be "sold" on learning new skills for learning.
341444 -         ..
341445 -   10.  However, there is strong resistance to re-tool underlying
341446 -        skills to advance from information to a culture of knowledge
341447 -        that improves continual learning, even though "learning" is the
341448 -        most powerful skill, noted by the Tofflers, reviewed on 950911.
341449 -        ref SDS 3 2222  Thus, the foundational strength that makes SDS
341450 -        powerful for accomplishing the mission cited by the Tofflers,
341451 -        also, engenders strong resistance to improvement.  On 990527
341452 -        Morris cited powerful social forces that resist improvement.
341453 -        ref SDS 7 1233
341455 -         ..
341456 -   11.  One could say, for example, in fact Morris has noted, that
341457 -        folks made a lot of effort to learn Lotus 123, because they
341458 -        already knew about spreadsheets for accounting.  Spreadsheets
341459 -        don't have to be explained, and no one has to be sold on the
341460 -        idea that spreadsheets are a good idea, following your model
341461 -        explaining Quicken, reported on 030812. ref SDS 29 T98H
341462 -        Similarly, people re-tools skills for using literacy to do
341463 -        wordprocessing instead of using a pencil and paper or a
341464 -        typewriter, because they already had literacy skills.  Same
341465 -        thing with Powerpoint, people invest time to learn do better
341466 -        things they already know have value.
341468 -         ..
341469 -   12.  In the case of SDS, people know that "intelligence" has value,
341470 -        but there is no experience that anything can be done to augment
341471 -        this faculty.
341473 -         ..
341474 -   13.  Not sure where all this is headed, except I was very struck to
341475 -        hear someone say that people are willing to let the planes bump
341476 -        into buildings and then clean up the mess with the skills they
341477 -        have, rather than learn the skills that avoid the mess.  This
341478 -        is like saying that as long as we can go to MBA class and use
341479 -        the skills we already have for learning, we will make any
341480 -        effort; but, ask us to learn better skills for learning, and we
341481 -        are lost.
341483 -         ..
341484 -   14.  It seems incomprehensible.  I suppose my take is that lacking
341485 -        experience that underlying skills can be improved, Morris has
341486 -        noted that "improving alphabet technology" is a catchy
341487 -        marketing phrase, but meaningless to most people, and so there
341488 -        is lack of faith that fundamentals can be improved.  This lack
341489 -        of faith, caused by ignorance from inexperience, causes fear
341490 -        that investing time will yield a cost effective benefit, as you
341491 -        note, and this leads to denial that improvement is needed.
341493 -         ..
341494 -   15.  The only rememdy for ignorance, fear and denial is to impart
341495 -        experience over sufficient time that people gain faith in a new
341496 -        way of working.  This is the 50 year period for introducing
341497 -        improvement noted in your letter on 011210. ref SDS 15 R66K
341499 -         ..
341500 -   16.  To most people remembering something a few days ago, much less
341501 -        10, 5 2 years ago, as in this case on 011210, is an impossible
341502 -        task.  Even if remembered, finding a record is even more
341503 -        impossible, since most intellectual capital is either stored in
341504 -        archives or is destroyed because the light of knowledge is more
341505 -        feared than the darkness of ignorance.  Then if it turns out
341506 -        there is a record somewhere, being able to make a useful
341507 -        connection to help others within a few seconds, further
341508 -        compounds disbelief, as noted by Murray Altheim on 020820.
341509 -        ref SDS 20 O1QQ
341511 -         ..
341512 -   17.  When performance is beyond belief, when it seems "futuristic"
341513 -        as noted by Marcy at Intel on 960315. ref SDS 4 4545, then
341514 -        people are tend toward denial, because there is no faith that
341515 -        funny, foreign and futuristic tools can be taken seriously, as,
341516 -        noted later at Intel on 990713. ref SDS 8 MKTQ
341518 -         ..
341519 -   18.  So, the trick to overcome lack of belief is to find ways to
341520 -        empower people to acquire expreience that they otherwise deny
341521 -        and eschew, until even the willfully blind see the light to
341522 -        venture out from the beaten path of tradition.  The only
341523 -        difference between SDS and the path of literacy that took
341524 -        hundreds of years to gain acceptance, is that the Internet
341525 -        provides a faster, better cheaper way to spread the word wide
341526 -        as the waters.  We can use email to facilitate people bumping
341527 -        into an experience that seems futuristic, so they can see that
341528 -        maybe the future for a paperless office is now.
341530 -         ..
341531 -   19.  We are stuck with that paradigm.
341533 -         ..
341534 -   20.  We can do sales events and advertise, but the core attraction
341535 -        is delivering work product that saves time, money and lives,
341536 -        and that people feel is useful, as happens occassionally, like
341537 -        the recent fellow who wanted to advertise in SDS records,
341538 -        reported on 030807. ref SDS 27 0001, because a lot of people
341539 -        bump into SDS records, and if they perceive quality work
341540 -        product, then folks want to be associated with the effort, even
341541 -        though they don't understand nor care how that work product is
341542 -        created.  The fact that we can create a lot of it and at will,
341543 -        may be a multi-dimensional asset.
341545 -         ..
341546 -   21.  There is no reason to get discouraged nor be disappointed about
341547 -        the time it takes to help people see the light.  If people
341548 -        don't "get it" today, wait another hour and there will be
341549 -        another meeting where nobody can remember anything, and people
341550 -        get upset becasue mistakes made at the last meeting or the one
341551 -        before finally come into span of attention, as Roy Roebuck
341552 -        noted happens routinely in business meetings, reviewed on
341553 -        022017. ref SDS 16 9360
341555 -         ..
341556 -   22.  So, we will never lack for an audience under the NWO theory of
341557 -        management that "truth is a moving target." ref OF 9 4235
341559 -         ..
341560 -   23.  At the same time, we continue to reduce the level of effort for
341561 -        transformation, as you are helping to accomplish.  Between
341562 -        enabling people to recognize added value and reducing the
341563 -        effort to deliver it, there is a customer waiting to use SDS.
341564 -        As you say, the bottom line is not cost/benefit, but perception
341565 -        of cost and benefits, i.e., belief and faith, and that takes
341566 -        imparting experience.
341567 -
341568 -
341569 -
341570 -
3416 -

SUBJECTS
Outlining Mix Structures Diversity Easier to Communicate than Making
Diversity Format Outline Mix Structures Easier to Communicate than Ma
Communication Aided by Outlining Format Mix Structures Diversity Easi
Communication Listening Understanding Follow Up Improves Productivity
Best Practices Communication Metrics Aided by Outlining Format Mix St

400701 -         ..
400702 -        Outline Format Diversity Facilitates Communication
400703 -        Communication Outline Format Diversity Facilitates
400704 -        Tip of the Day Divers Outline Format Facilities Communication
400705 -
400706 -
400707 -   24.  A housekeeping point - i.e., an SDS tip of the day.  Line
400708 -        171381 in your record on 030812 shows effective use of
400709 -        outlining. ref SDS 29 JS61  This can be strengthened by applying
400710 -        numerals, letters and parentheses, in addition to bullets.
400712 -         ..
400713 -        Diversity in formats facilitates collaboration by enabling
400714 -        communication on structured elements.  For example, rather than
400715 -        saying...
400716 -
400717 -            "See the 4th bullet below the second indented bullet after
400718 -            the 3rd main bullet.
400719 -
400720 -        ...one can say instead...
400721 -
400722 -            See your point 2b, or "para (3)1c," etc.
400723 -
400724 -
400725 -
400726 -
400727 -
400728 -
400729 -
400730 -
400731 -
4008 -